Is it better to keep a customer or replace them?

“$29 per month… NEW CUSTOMERS ONLY!” Most of us have seen something like this and thought less than pleasant things about a vendor who hangs these new customer offers out in public where existing customers can see them. That bargain basement deal that’s not available to existing customers doesn’t make you feel good about your decade-long relationship with that business. The loyal customers who have stuck through good times and bad with that vendor – including their mistakes (which we all make).

The thought?

“Where’s my screaming deal?”

It isn’t that these deals are inherently bad. The mistake is putting them out there in front of everyone – including your current customers. If you can find a way to avoid showing the “loss leader for new customers only” offer to existing customers – avoid it. In some media, you can’t avoid it – so don’t use that kind of offer there. It ticks off your loyal customers. Every. Single. Time. Your customer service team gets to take flak about this each time you run these promotions.

Meanwhile, a lack of communication to existing customers plants the thought in customers’ minds that their vendors take them for granted. We know you’re thinking of us when you outsource customer service to Jupiter to save $1.29 per hour, or when you discuss how to shrink receivables. What sort of effort do you invest to retain existing customers?

If you have convinced your customers that you aren’t thinking about them & that you’re more concerned about getting new customers – why should they feel differently about you? You’re advertising for new clients everywhere. While those ads are out there chasing down more new customers to fill the leaky customer bucket, are your long-time loyal customers (and the rest of your customers) being ignored?

All the single ladies

Look at it this way: If you’re someone’s steady “significant other” and they are constantly out chasing down new “others”, most of you wouldn’t take that so well.

Why should your customers feel any different when they aren’t being wooed, cared for, thanked, communicated with, or given any special attention? They only seem to get attention when they call to report (or complain) about a service, delivery, or product failure. Once the initial sale is concluded, is the only time you connect with your clients when they contact you, or something has broken or otherwise gone wrong?

“That’s what everyone else does.”

You might be thinking “That’s what everyone else does. Why should I behave differently?

You are, or have been, a customer of car dealers, cable companies, dry cleaners, restaurants, various repair shops, handyman services, plumbers, sewage tank pumpers, electricians, hair salons, clothing stores, hardware stores, quick lube shops, etc. Almost all of them are advertising for new customers this week. How many of them are ALSO communicating with you to keep you, to bring you back, to make you feel good about being a customer, and/or encourage you to refer them to someone you respect and/or care about?

Very few.

They’ll likely continue appearing to take you for granted for weeks, months, or years – all while chasing new customers, all while grumbling about churn as they slowly lose customers to someone else’s $29 new customer offer. Don’t be that business.

Doing only one of these (looking for new, caring for existing) is not sustainable. Yes, I know it’s more work to do both. Most places need to get new customers, but most of those same places spend a lot more money & effort to get a new customer than they do to keep and care for an existing customer. Doing both means making an effort to protect the asset you paid for – yes, customers are an asset. Perhaps not in accounting terms, but in the real world where customers don’t grow on trees, we’d all rather have more long-time customers and others begging to do business with us.

Don’t spend $12 to get a customer this month, only to ignore them hereafter and hope they stick around, and then go spend $12 to get another one. That assumes you know how much it costs to get a customer (and it’s always more than you think).

Recycling customers is expensive.

Take better care of your existing clientele. Well cared for clients tend to buy more, buy more often, & for a longer period of time. They refer their friends & colleagues because they finally found someone who gets it. Be that someone.

Photo by martin.mutch

Personas – Like building Mr. Potato Head

The process of analyzing & building customer personas is not too much different from the process of selecting & placing body parts while creating your newest version of Mr. Potato Head. You must identify each persona, then build it out by figuring out what “parts” make each one unique. Of course, there will be aspects of some personas that are shared.

Who are your personas?

The first step to working on your personas is to identify them. For me, a mental walk-through of the business processes of a business tends to produce a fairly complete list.

Once I’ve worked through that process, I’ll assign them role-based names (such as junior astronaut, senior astronaut, or launch manager). Next, I’ll discuss the roles with someone intimate to dealing with the clientele in question. Sometimes you can talk to one person and get a good assessment of your persona list.

Discuss your persona list with front office / sales people, service / field techs / deployment teams, admins and managers at each level. When creating a list of personas, don’t assume that you know them all simply because you run the place.

Getting feedback from staffers who talk to / email with these folks on a daily basis is critical to proper identification of each persona. Your front line people in each area work with these folks every day. Their familiarity will help you accurately describe, critique, and reflect on the qualities / properties of the personas you’ve built. Multiple viewpoints across your staff will fine tune the mental sculpture of them that you’re creating.

Putting the lips on each persona

Selecting the lips to stick onto your Mr. Potato Head is fairly simple. The work to break down the different traits, habits, wants, needs, communication requirements and other aspects of each persona your business works with isn’t.

It’ll pay off when you write emails, phone scripts, letters, forms, ads and other communications intended to optimize your interaction with each persona. Optimization is really about achieving a “message to market match”.

I should clarify the “… to market” part of this. Normally when I mention message to market match, I’m referring to the market of people who buy what you sell. From that high level perspective, your market could be “people who want to buy or sell a home“. Personas drill down on that.

When producing a list of personas from your market, we focus on market subgroups. A persona like “empty nester couples between 50 and 62 who are downsizing” is a good example – and is a good bit narrower than “people who want to buy or sell a home”.

The group of people on the list of folks who want to buy or sell a home include:

  • the aforementioned empty nesters
  • millennials
  • newlywed couples
  • 25-35 couples with kids looking for room to grow
  • single folks who want an ownership experience at a waterfront property without the need to deal with yard work
  • aging couples who want a single story place that will be suitable for keeping them out of a retirement home for 10 more years
  • vacation home buyers
  • rental real estate investors

… and so on. If real estate is your thing, you can probably add to that list without much effort.

Why are personas necessary?

You want to break your customer / prospect base down to this level of detail soso that you don’t communicate with each group using the same message. A real estate ad with a couple of 50+ aged people in the photo might not attract a couple with young kids who are looking for their first home. Likewise, the reverse could also be true. The imagery *and* the words matter. It’s tough to attract anyone when you use a message they doesn’t concern them.

When you do the work to identify what is unique to each of these personas, then you can more easily decide how to communicate with them (Instagram, Facebook ad, postcard, etc) AND what to say when you do.

Winning at this almost never looks like “I created one ad and it attracted everyone.” Creating the right conversation with the right group is more work. The reward is that conversations with better context produce better results. Further, fine tuning your message will reduce the amount of time you waste on people your business / products / services aren’t a good match for.

Finally, don’t forget to use your personas to refine messaging to existing clients.

Photo by beeep

What about the prospect list that isn’t a list?

Last time, we talked about your prospect list (or lack thereof). What about the prospects that aren’t on a list: the folks who have decided to get their info about you via one or more social media platforms. You may feel that the list discussion doesn’t apply to you because your prospects get their product info without signing up for anything. They follow you on Twitter, Instagram and/or Snapchat, they’ve liked your business page on Facebook, or connected on LinkedIn. In most of those cases, you don’t have their contact info other than perhaps the ability to direct message them (don’t, except to reply to their questions).

Like your prospect list members, social media oriented prospects also fit the profile of “a friend who needs the information and advice they’d ask of the friend and expert (you) prior to making a decision about a possible purchase”.

Tracking is different

On a list, you can monitor responses and segment the list into sub-lists so that the people who are clearly showing more interest will be the ones who get the next piece of info you’d typically provide. On social media, there are tools that can make that easier, but you will often find yourself having multiple public-facing conversations at once. There’s nothing wrong with that, but you need to be prepared for it. Without being a robot, you need to have “canned” responses to the most frequently asked questions and comments about the products and services you sell. You’ll want to post this sequence of thoughts, advice and questions via your social channels.

You might be thinking that you don’t have a list of questions like that, but I suspect you do. It’s in your head, perhaps taken for granted because your responses are so ingrained in your mind that you can answer them as easy as you can turn a doorknob. It’s like muscle memory. We all have those questions that we can answer well, even if someone wakes us up at two am. I suggest transcribing those responses from your head onto paper or perhaps better, into a centrally available document that your team can use even if you and your expertise have gone fishing for the day.

As an example, what are the common sales objections that you have to address? Those things go on the list. Objections aren’t always reasons why people don’t want your stuff, they’re more likely to be an entry point into a discussion that addresses why your product or service fits their needs better than the other options they’re looking at – or why yours don’t.

On a social channel, you’ll attract prospects and buyers. Encourage the formative signs of a helpful community. Be the cheerleader, recruiter and mentor. Your presence when the community is small will be critical to its growth.

Think about the buying process

In order to prepare a series of postcards or emails for your list (or a series of social posts), you need to think deeply about the evaluation and purchase process. If you were to write a guide to buying whatever you sell, and that guide was the only resource you could provide to someone looking to buy – what would it say? What would it talk about first? What process of evaluation and selection would it take the prospective buyer through? What questions would it ask to help them choose the standard item in the warehouse vs. the special order or custom-built item? What installation and delivery questions should someone ask? How do your processes for delivery, installation and service after the sale vary? How do they compare to the “industry norm”?

What happens after the sale?

After the sale, the buyer still has questions. The questions change to care and feeding, update, maintenance, cleaning, re-use, deployment, training, replacement, refills, etc. These same questions are ideal topics for both your prospect list and your social channels. Many times, they’ll help a prospect learn of an important facet of the purchase and ownership process that they hadn’t considered. This is an ideal use for video, even though all of the stages from prospect to seasoned user benefit from help that’s best suited to a specific media type. Video is great for how-to info, for example.

Whether the message gets to your prospects and clients via old school media, new school media, or both – the important thing is that it matters to them.

Photo by p_a_h

Leads : Like a friend who needs advice

Your list. Do you have one? List of what, you say? Fair question. Let’s step back a bit. I’m talking about leads, prospects… ie: interested parties.

Does every lead buy the first time they encounter your products and services? The late Chet Holmes always talked about three percent who are ready to buy “right now”. Your business might “meet” 100 people this month who haven’t encountered you before. Using Chet’s numbers, there’d be three who are ready to buy and 97 who aren’t. Yet.

Your prospects might be different than his were, but there’s a percentage that applies to your business and your prospects. You get to analyze your prospects and how long it takes them to work through the lead process and figure that out. There isn’t one number for you and every other business.

That said, if your numbers match Chet’s, then what are you doing with the other 97% of the people you meet? If they don’t match his, that’s OK. The same question remains… what are you doing with the rest of them?

If you know who they are and can reach out to them to educate them (ie: provide them with info to help them learn more about what they said they’re thinking about buying), then you have a list. If you can’t do that, then you don’t have a list.

“People hate being on a list”

You’ve probably heard that. Or said it. Or lived it. Actually, what people seem to hate is being on a bad list.

A bad list is one:

  • ..where everyone gets the same thing, every time they’re emailed, mailed and/or called – regardless of age, gender, income, marital status, history as a customer, or time as a prospect.
  • ..that gets emailed, mailed and/or called with hard sales pitches about things they haven’t shown an interest in. For example, if I stop in to look at a four wheel drive diesel pickup, I don’t expect you to bug me about the latest hybrid two-seater you received. The reverse is also true.
  • ..that’s all about them and rarely about you (the prospective buyer) & your needs. Generally speaking, we don’t care about your end of month sales quota, or your boat payment coming due.

Political campaigns are a good example of a bad list. You get…

  • Mailings whose message resonates only to already-decided voters. See above.
  • Mailings that are all about the candidate’s party and not one iota about the voter they are trying to convince.
  • Mailings that think they can get you to change your mind because someone is, or isn’t wearing a cowboy hat.

If you want an example of what it’s like to be on a bad list… register to vote. If your mailings treat prospects in a manner that’s even close to the way parties and PACs treat their mailing lists, it’s time to reboot.

A good list serves leads

“Lead” is a somewhat impersonal name for these folks – after all, they are real people who have shown an interest in what you do. Leads is just a word. Don’t let it distract you from the purpose of your list of them. Treating them as if they’re all the same is a bad idea.

Why didn’t the other 97% buy? Maybe they’re waiting to get paid. Maybe they need to complete a few other tasks before they can buy. Perhaps they’re starting to learn about something they know they need or want, but they’re far from ready to buy. Maybe they have to wait until their new budget year starts. They all have a reason (want or need) and each one has a timeline. Some are more urgent than others.

You probably know 100 (often taken for granted) things that’d help the 97 (or whatever) percentage of people who didn’t buy figure out what to buy and when. These are the people who, if treated intelligently and kindly, would benefit from being on a good list.

“What do I say to make my list good?”

Imagine that one of your friends decides they need to buy what you sell. What questions would you want them to have the answers to before they make a buying decision? How would you advise them as they navigate the learning & purchase process?

These are the things a good list says. A good list treats leads like a friend who needs advice.

Photo by ccampbell10

My business is too small!

It may seem that the strategies and tactics we talk about here that are intended to improve your business might relate solely to bigger businesses. A company with lots of staff, a big office and plenty of cash can make these things happen easily, right? And these things apply only to those bigger companies, at least, that’s what you might be thinking. Thing is, that really isn’t true. If your first thought tends to be “my business is too small to do that“, give yourself a chance. Step back a bit and look deeper at what we’re trying to accomplish and let the complexity fade to the background. The key is to pan for gold: find the fundamental outcome that these discussions are about.

A small company will almost never implement things the same way a bigger one would. That doesn’t mean that the small company shouldn’t implement them. Both have the same fundamental needs, like more sales, better leads, faster delivery (or something), and so on.

For example, the discussion might be something that seems complex, like a marketing calendar or lead curation. Both of those things may seem like overkill for a small company – but neither of them are. If we drill down into what they’re trying to accomplish, I think that will become evident.

Let’s talk about what lead curation really is. Why? It’s a great example of one of these “bigger business” things can be implemented by a small, or even one person business… Even if you think “my business is too small”.

What is lead curation?

Leads come into your reach in different stages. They might be ready to buy. The late Chet Holmes said his experience showed that three percent of your market is always ready to buy. The other 97% might be researching, recently decided to investigate, may have determined that their existing solution isn’t doing what they need, and so on. Out of 100 or 100,000 leads, you will find natural groupings like this.

If someone is ready to buy, your sales team (even if the entire team is you) needs to know they’re ready so that someone can start a “ready to buy” conversation with that lead. If someone from your team (or you) have an early-in-the-process kind of conversation with them, you may lose them.

A lead who has recently started researching solutions like yours will likely be put off by a sales person who opens a “ready to buy” conversation. Someone else (or you, if there is no someone else) needs to have the kind of conversation with that lead that will help fulfill their research needs as it relates to your product. This might be the time to provide them with a comparison form (ie: buyer’s guide) that helps them make a purchase decision.

For each stage a lead is in, the conversation that the lead needs to have with your sales team (or you) is a conversation that helps them come to the conclusion that it’s time to move to the next stage. Bear in mind, they don’t necessarily think in these stages, but that doesn’t mean they don’t exist.

That is but one example of “something your business should do”. It’s a good example of something that a bigger company might have software or some sort of system to manage.

You may not have or need those things, but that doesn’t mean the process isn’t important to your success and growth.

“My business is too small for lead curation”

Based on this description of lead curation, it’s not a size thing. It’s all about having the right conversations with people based on where they are in the process of deciding to buy. The smallest company needs to do this – and in fact, the smallest companies are both awesome and horrible at this. You’ll either see them having the same conversation with every lead (horrible), or they will cater very specifically to each lead (awesome).

For a small business, figuring out how to perform lead curation and keep track of what has been done to move your leads through each stage of buying is still important. It isn’t important how the smallest of small businesses does this. It isn’t important how the bigger business does this. It isn’t important that the bigs and the smalls use the same tools or techniques.

What’s important is that it gets done.

How to take the chill out of a cold email

With double digit below zero weather arriving in Montana this week, the last thing any of us need is a cold email.

What I call a cold email isn’t quite the same as a bulk email. While bulk email is indiscriminately sent to many thousands of people, a cold email might be sent to 10, 50 or 100 people. Bulk emails are seldom effective as lead generation tools, while cold emails can be an effective lead generation tool from a somewhat targeted list.

What is a cold email?

Cold emails are often written from templates and sometimes are pasted into an email program before they are sent. Sometimes, they’re mail merged (ie: personalized), sometimes not. Template-based, mail-merged emails aren’t a bad thing until you send a generic one to the decent quality lead with a message that makes little sense.

Who gets a cold email?

They’re often sent to people you might have seen or heard of at a Chamber of Commerce event – but you weren’t introduced to them and you didn’t meet. You might have their email because of a list you have (or bought) access to, such as an industry group list or a list of trade show attendees.

You might have manually harvested the email addresses from web sites of companies that might be a good fit for your services. For example, if you serve small bakeries, maybe you Google’d “bakery northwest montana”, found a list of bakeries within 100 miles, then grabbed the owner name and email from each site.

While that shows a little effort, it can all be lost depending on your next move.

The trouble with cold emails

Cold emails don’t often get a response, because their content simply doesn’t encourage you to read them, much less take action.

Cold email failures:

  • The subject line doesn’t provoke you to open the email. Instead it says something like “sender’s company name product category”. Example: “Smith-Jones Systems – Point of Sale Software”.
  • Your content is so general that it shows you made no effort to understand the recipient or their needs, so it reads like every other spam they receive.
  • The email is written from the “me, me, me” perspective (talks about the company and its services) rather than talking about the reader.
  • Your email reads as if it came from a template. While the slightest bit of work could make it personal, that effort wasn’t invested.

Making a cold email personal

This email is your proxy. If you read an email you sent last week, does it sound like you? Is it the introductory conversation you’d have in person with a prospect? My guess is that it doesn’t and it doesn’t.

The email needs to speak to a specific problem. What problem do most bakeries have that your point of sale (POS) software solves? Bakery owners don’t wake up in the morning thinking “Boy, I sure wish someone would try to sell me point of sale software today.” Yet these same bakery owners might be thinking about how annoyed they are about the inability to predict shift coverage based on sales levels, print tax reports, produce custom order tickets, add stations, or some other thing. Their staff may have complained about other problems with their POS.

40% of your clients may have used a specific POS and moved to yours because of three specific benefits, differences or improvements. Do you know what these prospect bakeries currently use? What do their people think about it? Given that 40% of your clients used that tool, you should have some specific info for bakeries still using that old POS. Send a specific email to users of that POS vs. bakeries using other software.

Observation

Have you been in their bakery and bought something so you can see how the staff reacts to working on their registers or POS stations? Did you sit there, as appropriate, and have a cup of coffee while observing how things go when they are busy? Did you listen for comments from the staff?

While you don’t want to fill an email with ALL of this info, this knowledge is critical to understanding why a baker would want your POS.

Sure, these emails are more laborious to produce, but your job is to get new clients, not see how many emails you can send.

You don’t send marketing email? This knowledge also applies to phone and in-person sales calls.

This year, customer follow up will be different.

For many businesses, two things happen this time of year. One: You get a bunch of new customers. Two: Many of the new customers you acquired during this time last year “forget” to come back. The customers on the first list cost time and money to acquire. A fair amount of the people who “forget” to come back were never asked to. In other words, the business didnt invest the time / money for new customer follow up.

There is a problem with this concept. Being able to follow up requires having some contact info for your clients. These days, people are all too used to being nagged incessantly, mostly by mail and email. They’re also concerned about privacy and identity theft, which increases their reluctance to provide you with their contact info.

Why they think you’re a spammer

While it keeps the FCC and others “happy” to publish boilerplate privacy and security policies, most people either won’t read them or won’t care that you have them. Until given a reason to think otherwise, they will group your request with all the ones they’ve received before. This means that you will be thrown into the bucket with the companies who used their contact info inappropriately.

Inappropriate doesn’t necessarily mean illegal but the net impact on the business is roughly the same.

While many marketing people and business owners think otherwise, they don’t get to decide what is spam and what isn’t. The recipient does. The legal definition is irrelevant. No matter how good you think the message is, the recipient decides whether your messages are out of context, incessant, annoying or of no use. If your new customer follow up message matches any of those criteria, they will unsubscribe, opt out and might even stop doing business with you.

Even worse, they will group you with all the other spammers and be super hesitant to provide you with information in the future – even if you need it in order to serve them as they wish.

Poorly conceived customer follow up has a hard cost

Spammers are of the mind that they can send millions of emails for free. They have the luxury of not caring if they retain a “customer”. You do not. They have the luxury of not caring about the cost of a lead, much less the lifetime value of a customer. You do not.

When you send a message that feels to your customer like spam and it causes them to unsubscribe, there’s a hard cost associated with that. Think about what it cost to get that person to visit your store or website. We’re talking about labor, materials, time, consultants, employee salaries, service costs, etc. Every lead source has a cost and a ROI. The latter comes from the lifetime of that client relationship with your company.

When your message causes the client to unsubscribe, your lead cost rises and your ROI is likely to drop because the lifetime customer value of that person or business will probably stagnate.

Great, so how does my customer follow up avoid this?

Expectation management.

When they provide contact info these days, people have questions about the use of their contact info:

  • How it will be used.
  • How it will be shared (short answer: DON’T)
  • How it will be secured.

You have to be crystal clear (and succinct) when answering those questions. You have to adhere to what you said. Stepping outside the bounds of what you said you’d do, even once, breaks what little trust was granted when their contact info was shared.

Whether you feel it’s justified or not, people are hyper-sensitive to this. If you want to build a lifetime customer relationship with them, your behavior has to show it.

A suggestion

Everyone likes getting stuff on their birthday. It doesn’t have to be a (heaven forbid) 50% discount. You don’t need their birth date – which they will be protective of due to identity theft. You only need the month. During their birthday month, a simple offer or add-on that is special to them is all you need. Do you have any low cost, high perceived value services that could be given away with purchase during their birthday month? Make sure it’s clear to them that you will use this info to send them something of value during their birthday month – and stick to that.

The alternative is to keep paying more for leads. There are only so many people in your market. Nurture your clientele and show them you’re always thinking about how to help them. Win the long term game.

Do your sales efforts have a smell or an aroma?

Sales is tough work. One of the things that makes it challenging is starting a conversation with someone you don’t know. This can be particularly difficult when they know you are primarily interested in selling them something. As Gitomer says, “People don’t like to be sold, but they love to buy.” Nowhere is that more evident than at a trade show, where people will avoid eye contact with anyone wearing a “sales hat”.

Even so, trade shows offer ideal opportunities to talk to (usually) vetted prospects, assuming you’re at the right show. These face to face opportunities provide an often-unparalleled chance to learn about your prospect. Body language & facial expressions help you determine if the questions you ask and the responses you provide are resonating with your prospect’s needs and wants. These physical cues are not evident during a phone call or email exchange.

Avoid the hat

In order to benefit from these valuable face to face conversations, you have to start them. Getting these conversations started requires you to engage with someone. This requires that the attendee accepts the engagement rather than ignoring you, looking away, staring at their feet or simply saying “Nope”. Trade show exhibitors try all sorts of tactics to provoke an interaction, including attractive women, giveaways (tchotchkes), and refreshments.

Giveaways are most common. Some lame, some extravagant, some in context with their business. There’s an opportunity here for much thought than you typically see. Common rubber footballs, pens, pads of paper, and so on – much of it never makes it home, much less back to the hotel or office. These giveaways are rarely thought through well enough that they are designed to make a connection to the product or service being sold. We’ll come back to that.

I don’t see too many so-called “booth babes” these days, but they do exist, particularly in the automotive industry. In 30+ years of trade show time, I have seen one coherent use of them – when costumed in a way that connected their presence perfectly into context with the product being sold. Interestingly, this involved costuming intended to appear as if it came from the movie “Edward Scissorhands”.

Refreshments are the other area (besides giveaways) where you see a broad latitude of items. Whether it’s numerous forms of candy, airline-esque bags of peanuts/pretzels, to more imaginative setups like serving locally-brewed root beer in boot-shaped shot glasses from a cowboy-themed booth at a trade show in Texas.

And then there are the booths that recognize Maslow’s hierarchy of needs – specifically giving away things that are all but irresistible. These are things, per Maslow, that tie back to the lower tiers of the hierarchy, delivering a feeling of safety / comfort and home. These are the booths with freshly cooked bacon (not kidding) or fresh from the oven chocolate chip cookies. The latter is what I’ve seen perform the best.

The aroma of warm chocolate chip cookies is incredibly disarming to most people. Even the folks who don’t want a cookie seem obligated to explain why – which starts the conversation. Stop long enough to have someone hand you a warm cookie and most will pause to take a bite or two, and feel enough obligation to answer a qualifying question or two. Before long, the conversation is started.

Remember the point of your “gimmick”

Lots of money gets spent on these things. Much of it is spent without much thought or planning, at least from my perspective. Never forget the primary reason why you’re exhibiting at a trade show and spending that money: To start the process of making a sale, or at least, to gather leads. A gimmick to get people to stop at your booth is solely to make it easier to start a conversation. Your booth and pre-show marketing ties into all of this and should contribute to the process of creating / provoking these conversations.

Years ago, I had a fishbowl in the booth. The fishbowl contained a number of our competitor’s hardware dongles. Providing the dongle to us was a requirement for new clients to get a cross-product discount by abandoning the competitor’s product for ours. A bowl full of dongles sent a powerful message and it prompts people to stop. It’s a curiosity. It creates a conversation.

What are you doing to create these conversations?

Buying decisions are personal

One of the challenges we have when running a business, and more importantly, when trying to make a sale – is understanding what makes our clients, buy (or not buy), run away screaming (or some such). They have their own reasons which may (or may not) relate to you and the actions you and your business have taken while dealing with them. Combined, these things are yet another complex reason why buying decisions are another angle at Business is Personal.

Personal to them, not simply to you.

Why they don’t buy

Many times, the reason they decided not to buy has nothing to do with you. It’s personal.

Business is Personal to them because their transmission went out over the weekend, or their best friend’s niece is in the hospital, because the basement flooded at home so for the next few weeks, they probably don’t have time to install and configure that software you’re trying to sell them (or it no longer seems important), or they got into an argument with their spouse last night and that RV is no longer important… until the argument is forgotten and the lure of being in the boonies (with a little comfort) is important again, or their daughter got a full scholarship to a college 2500 miles away and now your spouse is a wreck because the reality that their little girl is growing up and leaving the house has hit home and distracted everyone.

For now, that is.

Distraction is personal

The things that change your prospect’s minds, or put off their buying decisions are countless. Most of them are personal. The phone rang and their mother wasn’t feeling well. The teacher called and their son needs to study harder. Some of them are not personal. The boss emailed and they have to go out of town next week. Priorities changed for any number of reasons.

These are not reasons not to buy, or reasons to buy – but they impact your clients every day. Life is quite often more important than your products and services. You might have the best RV in town, the best service department, the best price and the best financing, but today – none of that matters and it’s not your fault. It just is.

It’s easy to get discouraged when this is going on, but that’s the one thing you can’t allow for. You can’t give up. You can’t assume that they changed their mind because your product or service aren’t good enough, or your salespeople aren’t good enough, or your price isn’t cheap enough. There may be occasions when one or more of those conditions are valid, but most of the time – that isn’t the problem.

Distraction is.

People’s lives don’t revolve around your product or service until they do, and then they don’t 19 hours later when the phone rings or that email arrives.

Why they need your patience… and your reminders

Engagement is critical. Nurturing is critical. Both play a role in your business and do far more than keep your name in front of them. They remind your prospects that something you sell was important to them a few weeks ago before they were distracted by something that was important to them at the time.

Seems like a simple thing, but the difference between re-engaging with a prospect, getting the conversation back on track and eventually completing a sale, vs. “unexpectedly” losing a formerly hot prospect is the difference between a re-engagement follow up and waiting around for the prospect to figure out that they were going to buy something that at one time or another was important to them.

It’s work. It’s marketing. And it’s the kind of re-engagement effort that is often the difference between reaching next month’s revenue goals…. or not.

What stage?

A critical aspect of your re-engagement effort is gauging where your prospects are along the buying timeline. It’s not really a timeline though. It’s more like a set of behaviors about-to-be buyers exhibit when they’re at a certain point in the process of buying. Years ago, Perry Marshall and his crew noticed that when someone searched Google for “guinea pig”, it meant they were ready to buy, vs when they searched for “guinea pigs”, they were doing pre-purchase decision research.

Study your buyers’ timelines and use what you learn to create a re-engagement plan. You’ll need communications appropriate to re-engage people at each stage of the purchase timeline.

One sentence can make or break a campaign

As we’ve discussed before, I still believe that well written direct mail works when it is done properly because I see the results. While much of it is “junk”, there are folks out there producing high-producing mail pieces. What do I mean by “high-producing”? I mean mail that survives a trip from the PO Box or the mail box to the kitchen table, then gets opened, then gets read, then prompts the recipient to take action.

If it works, keep doing it. If it doesn’t work, fix it, or stop doing it unless you’re willing to fix it. Many have taken the second option, believing that it no longer works.

Each of those steps must be successful for a piece to be high-producing. Otherwise, the piece gets tossed at the post office, or on the way home, or on the way from the street-side mailbox to the house, and so on. Even if it does make it to the kitchen table, it has to meet the smell test to get opened, and then again to get read and so on.

About that one sentence

That one sentence occurs in your mail piece multiple times. Anything that appears on the face of a mail piece can be the one sentence that either provokes someone to keep the mail or toss it. This same cycle occurs for the face of the mail piece, the back of the envelope, the headline and salutation on the letter inside, and every sentence thereafter.

Too many mail pieces (and emails) ignore this simple progression. It’s a conversation. If you’re standing in front of someone talking with them to both understand what their needs are and help them understand how you can help them, you’re doing the same thing. If you say something that breaks the trust you’re building with the prospect / client you’re speaking with, the conversation is effectively over – which is the equivalent of your mail piece going into the trash.

Remember, your email or your mail piece is no more than a proxy for you standing there. It needs to be in your voice, while reflecting your perspective and expertise. I find that reading these things aloud before sending helps me write them in my voice. When I read something written in a way that doesn’t sound like my voice, it feels terribly obvious as soon as I say it out loud.

Do your emails sound like your voice? Do the things you put in the mail sound like your voice? Sounding like you, i.e.: using the words and sentence structure you use is the easy part. It’s crucial to convey your message with your personal credibility and desire to help the client. Perfect it one sentence at a time.

What about the one sentence that can break it?

There’s always a risk that a mail piece will go down in flames at any point between the PO Box / mailbox and the kitchen table. The aforementioned smell test isn’t a one time thing – it has to be passed at every step of the way.

The one sentence that can break it and make all the effort and expense of sending that piece is the one that destroys your credibility.

I received a letter like this last week. Someone tried to be clever on the face of the envelope and trick the reader into opening the envelope. While it probably worked on some people, it will destroy the credibility of the sender with many other readers. At best, that piece will go straight to the trash, which is how I handled it. With others, it could create some blowback to the organization who mailed it. With some, it could make that organization all but dead to the reader.

You obviously don’t want any of these things to happen. It may seem like a waste to spend a couple of paragraphs to remind you of this possibility, and I simply do so to make it clear that every step in the process of reviewing, opening and reading the mail is an opportunity to both provoke interest and lose it.

These same challenges affect your email pieces, blog posts and any other materials you place in front of clients. In fact, the same can be said for a face to face conversation you have with a client or prospect.